standard for disaster management in queensland...emergency management in accordance with section 16c...
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Inspector-General Emergency Management
Standard for Disaster Management in Queensland
Achieving effective disaster management outcomes for safer Queensland communities
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Authorisation The Standard for Disaster Management in Queensland has been developed by the Office of the Inspector-General
Emergency Management in accordance with Section 16C of the Disaster Management Act 2003.
This document is hereby authorised by the Inspector-General Emergency Management.
This document is developed and maintained by the Inspector-General Emergency Management.
Iain MacKenzie AFSM
Inspector-General Emergency Management
Content The Queensland Government, acting through the Office of the Inspector-General Emergency Management,
supports and encourages the dissemination and exchange of publicly funded information.
All Office of the Inspector-General Emergency Management material in this document, any material protected by
a trademark, and unless otherwise noted, is licensed under a Creative Commons Attribution 4.0 licence –
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The Office of the Inspector-General Emergency Management has undertaken reasonable enquiries to identify
material owned by third parties and secure permission for its reproduction. Permission may need to be obtained
from third parties to re-use their material.
Written requests relating to the copyright in this document should be addressed to:
Intellectual Property Coordinator
Legal Services, Ministerial and Executive Services
Public Safety Business Agency
GPO Box 9879, Brisbane Qld 4001
Email: [email protected]
Disclaimer To the extent possible under applicable law, the material in this document is supplied as-is and as-available, and
makes no representations or warranties of any kind whether express, implied, statutory, or otherwise. This
includes, without limitation, warranties of title, merchantability, fitness for a particular purpose, non-
infringement, absence of latent or other defects, accuracy, or the presence or absence of errors, whether or not
known or discoverable. Where disclaimers of warranties are not allowed in full or in part, this disclaimer may not
apply. To the extent possible under applicable law, neither the Queensland Government or the Office of the
Inspector-General Emergency Management will be liable to you on any legal ground (including, without limitation,
negligence) or otherwise for any direct, special, indirect, incidental, consequential, punitive, exemplary, or other
losses, costs, expenses, or damages arising out of the use of the material in this document. Where a limitation of
liability is not allowed in full or in part, this limitation may not apply.
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Document details
Security classification PUBLIC
Date of review of security classification 13 June 2019
Authority Inspector-General Emergency Management
Author Office of the Inspector-General Emergency Management
Document status Final
Version V2.0
Version control
Version Amendment Endorsement date
1.0 Initial development July 2014
2.0 Emergency Management Assurance Framework Refresh June 2019
Information for users This document is available for download from the Office of the Inspector-General Emergency Management
website.
The information contained within this document is designed for use by communities, businesses and entities
working within Queensland’s disaster management arrangements, and may not be appropriate in other States
and Territories. This document is not designed to preclude the use of other relevant and industry-specific good
practice guidance, standards and legislation.
Additional considerations may be required dependant on the user’s specific risks, capability and capacity. For
assistance interpreting the use of this document, please contact the Office of the Inspector-General Emergency
Management.
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All enquiries regarding this document should be directed to the Office of the Inspector-
General Emergency Management:
Office of the Inspector-General Emergency Management
IGEM Mail Cluster 15.7
GPO Box 1425
Brisbane Qld 4001
Contact details
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The participation and cooperation of
practitioners, operators and experts from
across the disaster management sector in
the development and continuous
improvement of the Standard for Disaster
Management in Queensland is highly
valued and greatly appreciated.
Acknowledgements
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The Office of the Inspector-General
Emergency Management acknowledge
Aboriginal peoples and Torres Strait
Islander peoples as the Traditional Owners
and Custodians of this Country. The Office
recognises their connection to land, sea and
community, and pays respect to them, their
cultures, and to their Elders, past, present
and emerging.
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Foreword
The Standard for Disaster Management in Queensland (the Standard) has been the
basis of efforts to continually improve our disaster management arrangements for the
past five years.
Developed in collaboration with Queensland disaster management practitioners, the
Standard has defined the outcomes that we strive to achieve through policy, doctrine and
practice. The past five years have also resulted in lessons about the Standard itself. In
keeping with the Office’s function to regularly review and assess disaster management
standards, the Office has once again turned to the sector to ‘learn’ those lessons.
Work over past months has involved many in a refresh of the Standard. The aims of the
refresh are to ensure it is contemporary and supported by tools for those that use it. All
changes have been at the instigation of working group members, and from feedback gained
over four years of application. All content from the original Framework and Standard has
been mapped to the proposed refreshed versions to ensure nothing has been lost.
The result here is a contemporary Standard that is easy to understand and supported by
systems to allow stakeholders to better apply and measure their own progress. The
Queensland disaster management sector has always risen to the challenge of providing the
best possible services to Queenslanders. This refreshed Standard provides the direction for
this continued pursuit of excellence.
I reiterate my thanks of five years ago to all of our disaster management practitioners from
across the State for their contribution as we build a more resilient Queensland.
Iain MacKenzie AFSM
Inspector-General Emergency Management
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Contents
Glossary 12
Related documents 14
Standard for Disaster Management in Queensland 16
Intent 16
A focus on Outcomes 16
Who it is for 16
Overview 18
Shared Responsibilities 18
Outcomes 18
Indicators 18
Accountabilities 18
How it works 19
Good Practice Attributes 19
Disclaimer 19
Shared Responsibilities 21
Managing Risk 22
Planning and Plans 24
Community Engagement 26
Capability Integration 28
Operations 30
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Collaboration and Coordination 32
Accountabilities 34
Governance 34
Doctrine 34
People 35
Enablers 35
Continuous Improvement 35
Bibliography 37
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Disaster management Arrangements about managing the potential adverse
effects of an event, including, for example,
arrangements for mitigating, preventing, preparing
for, responding to, and recovering from a disaster
(Disaster Management Act, 2003).
Disaster management activities Any activity that an entity of the community
undertakes in support of disaster management. This
includes operations, planning, and collaborative
discussions across all phases of disaster management.
Disaster operations
Activities undertaken before, during or after an event
happens to help reduce loss of human life, illness or
injury to humans, property loss or damage, or damage
to the environment, including, for example, activities
to mitigate the adverse effects of the event (Disaster
Management Act, 2003).
Entity / Entities An individual, agency, group, organisation or
department working within Queensland’s disaster
management arrangements.
Escalation point The point at which the capability and/or capacity of an
entity to manage the current situation or event has
been exceeded, resulting in an escalation to the next
level of Queensland’s disaster management
arrangements for assistance, to continue to effectively
manage the event.
Glossary
Whilst some of the below terms feature in the IGEM Lexicon, it is important to ensure that there is clarity of all
terms and what is meant when they are referred to in this document.
Adaptation
The adjustment in natural or human systems in
response to actual or expected climatic stimuli or their
effects, which moderates harm or exploits beneficial
opportunities (The United Nations Office for Disaster
Risk Reduction, 2016).
Capability The collective ability and power to deliver and sustain
an effect within a specific context and timeframe.
Capacity The combination of all strengths, attributes and
resources available within an organisation, community
or society to manage and reduce disaster risks and
strengthen resilience (Queensland Disaster
Management Lexicon, 2018).
Community Individual, groups and organisations who, while they
may participate in disaster management activities, do
not operate under Queensland’s disaster management
arrangements, and do not have a legislated
requirement to do so.
Core business The activity that is an entity’s main purpose; usually
the activity that it was originally set up to carry out
(Collins English Dictionary, 2018).
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Recognised methodology A system of methods and principles for doing
something, that is formally acknowledged as valid
(Oxford Dictionary, 2018; Collins English Dictionary,
2018).
Residual risk The disaster risk that remains even when effective
disaster risk reduction measures are in place, and for
which emergency response and recovery capacities
must be maintained (Queensland Disaster
Management Lexicon, 2018).
Service delivery
The act of providing a service or conducting an activity
that is an entity’s normal business.
Shared understanding
Knowledge and awareness of a situation, person, or
thing, that is shared across and between different
entities to provide a common frame of situational
awareness.
Susceptible
Likely or liable to be influenced or harmed by
something (Oxford Dictionary, 2018).
Timely
Done or occurring at a favourable or useful time. This
does not necessarily mean quickly; rather, it means
something occurs or is done at the time when it will be
of most use of effect.
Training program
A program designed for training an individual in
specific skills to meet the needs of their role.
Fit for purpose The activity conducted, or the method used is deemed
suitable or the best approach to meet the desired
outcome.
Hazard A process, phenomenon or human activity that may
cause loss of life, injury or other health impacts,
property damage, social and economic disruption, or
environmental degradation. Hazards may be natural,
anthropogenic or socionatural in origin (Queensland
Disaster Management Lexicon, 2018).
Limits The point at which the capability and/or capacity is
exceeded.
Mitigation Activities intended to reduce or eliminate risks or
lessen the actual or potential effects of consequences
of an event (Queensland Disaster Management
Lexicon, 2018).
Multi-agency A disaster management activity or event that involves
more than one entity.
Networks The contacts that individuals have with others that
result in a shared understanding or the roles,
responsibilities or services that each provide.
Offers of assistance The offering of financial donations, volunteers, goods
and services from individuals, corporations, businesses
or organisations (Queensland Fire and Emergency
Services Disaster Management Glossary, 2018).
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Disaster Management Research Framework The Disaster Management Research Framework seeks
to equip disaster management practitioners
throughout Queensland with significantly improved
and relevant data and guidance to make enhanced
evidence-based decisions and plans.
Emergency Management Assurance Framework The Emergency Management Assurance Framework
promotes an end-to-end approach to the continuous
improvement of disaster management and enables a
statement of confidence in Queensland’s disaster
management arrangements.
Inspector-General Emergency Management
Stakeholder Engagement Framework Effective and meaningful stakeholder engagement is
pivotal to building and maintaining trusted networks
and legitimate relationships. The Stakeholder
Engagement Framework recognises such networks
and relationships as foundational steps along the long-
term, evolving journey to enacting and influencing
sustained behavioural change and enduring
partnerships.
Lessons Management Program The Lessons Management Program is tasked with
implementing and maintaining a system-wide lessons
management program for the disaster management
sector in Queensland, based upon the identification
and analysis of issues and the development,
implementation and monitoring of improvement
strategies.
Queensland Disaster Management Lexicon The Queensland Disaster Management Lexicon
establishes a clear standard for common language
within the Queensland disaster management sector. It
promotes a shared situational awareness during
events, contextualised to Queensland’s disaster
management sector
Related documents
The Standard for Disaster Management in Queensland falls within the Emergency Management Assurance
Framework. The Emergency Management Assurance Framework is developed and maintained in close
consultation with all programs conducted by the Office of the Inspector-General Emergency Management (the
Office). The content of other publications released by the Office is informed by and directly related to the
Emergency Management Assurance Framework.
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Standard for Disaster Management in
Queensland
Intent The Standard for Disaster Management in
Queensland (the Standard) establishes the
performance requirements for all entities involved
in disaster management.
This Standard is created under section 16N (1) of
the Disaster Management Act 2003 (the Act) and is
reviewed periodically to ensure it remains
contemporary and meets the needs and
expectations of the disaster management sector
(the sector). The Standard forms the basis for
assurance activities conducted by the Office of the
Inspector-General Emergency Management (IGEM
or the Office) or a disaster management entity.
The Standard should be applied in conjunction with
disaster management doctrine, good practice
guidance and Government policy, with particular
reference to the Act and the Queensland
Prevention, Preparedness, Response and Recovery
Disaster Management Guideline (the Guideline).
A focus on Outcomes The Standard is the first example of an outcomes-
focussed standard in the disaster management
sector in Australia, and one of very few that exist
internationally. By focussing on outcomes rather
than setting a ‘minimum’ standard that must be
met, the Standard moves away from a traditional
compliance tool, and towards enhancing
performance and achieving shared system-wide
goals set by the sector.
To focus on outcomes, the Standard must provide
the parameters within which disaster management
across all of Queensland should be conducted,
without being prescriptive as to how it should be
conducted. This allows the Standard to be applied
flexibly across a range of different entities according
to their capability, capacity, and needs. From
Brisbane to Boulia to Bamaga, the Standard is
applicable across the sector.
Who it is for The Standard should be used by all entities in
Queensland with a responsibility to contribute to
disaster management. This includes those with
legislated roles, as well as entities acting on behalf
of or under an arrangement with those that do.
Entities
The term ‘entities’ is defined within the Acts
Interpretation Act 1954. It determines that an entity
includes both a person and an unincorporated body.
Consistent with the Disaster Management Act 2003
(the Act), the Standard uses the term entity to
describe those with roles or responsibilities within
disaster management in Queensland. This includes
all tiers of government, non-government
organisations, not-for-profit organisations, disaster
management groups, and others with legislated
roles in disaster management.
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Figure 1: Emergency Management Assurance Framework
Figure 2: Standard for Disaster Management in Queensland Structure
The Standard falls within the Disaster Management
Standards section in the Emergency Management Assurance
Framework (the Framework).
The Standard is made up of several different elements. Each
of these are interrelated. To apply the Standard in full, all
elements of the Standard need to be considered together.
The major elements of the Standard are:
- Shared Responsibilities, containing the Outcomes
and the Indicators
- Accountabilities.
A diagram of all the elements contained within the Standard
can be found in Figure 2 below.
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Overview
Shared Responsibilities The Shared Responsibilities are the elements of
disaster management that all entities should deliver
against and that everyone within the sector is
responsible for contributing to. Shared
Responsibilities should not be considered in
isolation – they are the interconnected
responsibilities that collectively make up the system
of disaster management within Queensland.
Outcomes Outcomes are high-level statements that all entities
should strive to achieve. They are the end state that
the sector is collectively aiming for. Outcomes are
grouped under the correlating Shared
Responsibilities.
Indicators Indicators represent the individual items or actions
that demonstrate that an entity is working toward
or achieving an Outcome. Indicators define the
elements that make up each Outcome. They
provide guidance as to the evidence that may be
provided when determining whether the Outcome
is able to be achieved. As such, all Indicators are
specific to the related Outcome.
Accountabilities The Accountabilities provide structure for the
delivery of Outcomes and Indicators. They consider
what an entity is accountable for under legislation
and accepted good disaster management practice.
The Accountabilities are also a mechanism to frame
what the Inspector-General Emergency
Management may consider in evidencing the
achievement of the Outcomes.
The five Accountabilities are:
• Governance
• Doctrine
• People
• Enablers
• Continuous Improvement.
Each of these Accountabilities has specific criteria
that must be met to ensure a level of rigour around
the delivery of Outcomes.
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Disclaimer The Inspector-General Emergency Management retains the right to conduct Assurance Activities beyond the scope of the Standard if necessary to
perform the functions of the Office of the Inspector-General Emergency Management or of the Inspector-General Emergency Management under section
16C of the Disaster Management Act 2003.
How it works To achieve each Outcome, entities must address each Indicator for that Outcome. They must also address each
Accountability in the context of that Outcome.
Figure 3: Equation for Achieving Outcomes
This process provides an indication that the
Outcome can or is being achieved. An entity is more
likely to achieve an Outcome when all Indicators are
evidenced.
Several tools have been developed by the Office to
support the application of the Standard. These can
be found on the Office’s website, and can be
applied to assess whether Outcomes are being
achieved and provide focus areas for improvement.
Good Practice Attributes The quality of ‘effectiveness’ contained in the Act is
defined by the consistent display of five distinct
attributes. These Good Practice Attributes are an
important part of the Framework, as they are
applicable across all activities conducted within that
construct. The Good Practice Attributes are
Scalable, Comprehensive, Interoperable, Value
Driven, and Adaptable.
The Good Practice Attributes can be applied to
entities’ disaster management activities to provide a
measure of their effectiveness. For example, when
undertaking Assurance Activities, the Office will
apply the Good Practice Attributes to determine
how effectively the Outcomes have been achieved.
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Shared Responsibilities
Shared Responsibility Outcomes
Managing Risk
There is a shared understanding of risks for all relevant hazards
Risk is managed to reduce the impact of disasters on the community
Planning and Plans
There is a shared understanding of how the impact of disasters will be managed and coordinated
Plans outline and detail how the impact of disasters on the community will be reduced
Community Engagement
Entities proactively and openly engage with communities
The community makes informed choices about disaster management, and acts on them
Capability Integration
Resources are prioritised and shared with those who need them, when they need them
Entities develop integrated capabilities and shared capacity to reduce the impact of disasters on the community
Operations Operations minimise the negative impacts of an event on the community and provide the support needed for recovery
Collaboration and Coordination
Entities proactively work together in a cooperative environment to achieve better results for the community
A collaborative culture exists within disaster management
The Shared Responsibilities, and the Outcomes that align to them, are listed below. Details,
including the Indicators for each Outcome, can be found on the following pages.
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Managing Risk
Outcomes
Accountabilities
Governance Governance refers to how entities administer their disaster management responsibilities and ensure decision making is appropriate, clear and consistent.
Doctrine Doctrine refers to the ideas, strategies and guiding principles contained in the documents that guide disaster management. These align with legislation, reflect good practice, and include guidelines, policies, plans and procedures.
People People refers to the relationships and networks, training, skills and experience that enable the individuals who undertake disaster management to do so effectively.
Enablers Enablers refer to the resources that assist entities in undertaking disaster management activities. This includes both the physical equipment and assets, and the systems, data and technologies.
Continuous Improvement
Continuous Improvement refers to how entities monitor, evaluate, measure and improve disaster management activities.
The management of risk is fundamental to making the community safer. Risks need to be
identified for both natural and human-caused hazards. Entities have a shared responsibility
to work together with their community to develop integrated strategies to manage these
risks.
1. There is a shared understanding of risks for all relevant hazards
2. Risk is managed to reduce the impact of disasters on the community
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1. There is a shared understanding of risks for all relevant hazards
Indicators
The risk assessment process: - involves all relevant entities - follows a recognised methodology - considers all hazards and potential risks - is evidence-based - draws on local knowledge and experiences
Risk assessments: - incorporate community values and priorities - are fit for purpose and relevant to the local context - are accessible to all relevant entities - inform all phases of disaster management - underpin all disaster management activities - inform business continuity planning - identify, refer or accept residual risk
2. Risk is managed to reduce the impact of disasters on the community
Indicators
Mitigation and risk reduction activities: - are informed by risk assessments - are prioritised based on risk assessments and available resources - are included in strategic and operational plans - are considered as business-as-usual - consider unintended consequences
Entities: - understand hazards and risks - embed mitigation and risk reduction activities into normal business - encourage and enable the community to help manage their own risks - work together to manage risks
The community: - knows their hazards and the associated risks - is invested and acts to reduce the impact of events
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Planning and Plans
Outcomes
Accountabilities
Governance Governance refers to how entities administer their disaster management responsibilities and ensure decision making is appropriate, clear and consistent.
Doctrine Doctrine refers to the ideas, strategies and guiding principles contained in the documents that guide disaster management. These align with legislation, reflect good practice, and include guidelines, policies, plans and procedures.
People People refers to the relationships and networks, training, skills and experience that enable the individuals who undertake disaster management to do so effectively.
Enablers Enablers refer to the resources that assist entities in undertaking disaster management activities. This includes both the physical equipment and assets, and the systems, data and technologies.
Continuous Improvement
Continuous Improvement refers to how entities monitor, evaluate, measure and improve disaster management activities.
Planning involves many steps. It should result in entities working with their community to
prioritise how their collective and collaborative efforts will reduce the impact of disasters on
the community. Plans document these efforts, identify interdependencies, roles and
responsibilities, and provide guidance on how to undertake disaster management. The
planning process results in a shared understanding of the efforts required to reduce the risk
to the community.
3. There is a shared understanding of how the impact of disasters will be managed and
coordinated
4. Plans outline and detail how the impact of disasters on the community will be reduced
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3. There is a shared understanding of how the impact of disasters will be managed
and coordinated
Indicators
Planning for disaster management is: - embedded into core business - embedded into maintaining service delivery - a collaborative process - coordinated between entities - undertaken and informed by the appropriate entities - based on a recognised methodology
The planning process provides a shared understanding of: - agreed roles and responsibilities - capability and capacity - limits and escalation points - processes for escalation - the management of resources - internal arrangements that may affect others
Communities: - are included in the planning process - have access to relevant plans and information
4. Plans outline and detail how the impact of disasters on the community will be
reduced
Indicators
Disaster management plans: - are informed by disaster management guidelines - are informed by evidence - are informed by risks - are informed by people with relevant skills or expertise - are approved by the accountable entity - consider activities initiated by the community - consider funding arrangements, eligibility criteria, and activation mechanisms - identify redundancies for people and resources
Disaster management planning and plans: - are fit for purpose and meet entity needs - meet the needs of the community - identify and acknowledge community capability and capacity - are integrated and consider multi-agency requirements - address the management of offers of assistance - establish the requirements for post-event evaluation
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Community Engagement
Outcomes
Accountabilities
Governance Governance refers to how entities administer their disaster management responsibilities and ensure decision making is appropriate, clear and consistent.
Doctrine Doctrine refers to the ideas, strategies and guiding principles contained in the documents that guide disaster management. These align with legislation, reflect good practice, and include guidelines, policies, plans and procedures.
People People refers to the relationships and networks, training, skills and experience that enable the individuals who undertake disaster management to do so effectively.
Enablers Enablers refer to the resources that assist entities in undertaking disaster management activities. This includes both the physical equipment and assets, and the systems, data and technologies.
Continuous Improvement
Continuous Improvement refers to how entities monitor, evaluate, measure and improve disaster management activities.
The community is central to disaster management. Community engagement entails actively
involving the community in managing their risk. It involves collaboratively planning how the
community’s collective efforts will contribute to their safety. Community engagement builds
local capability, capacity and community self-reliance. This allows entities to focus their
efforts where they are needed most.
5. Entities proactively and openly engage with communities
6. The community makes informed choices about disaster management, and acts on them
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5. Entities proactively and openly engage with communities
Indicators
Entities distribute communications that: - are risk-based - use plain language and common terminology - are current, timely, fit for purpose and easy to understand - meet the needs of the community - are developed and delivered by the appropriate mechanism and entity
Engagement activities: - are sustainable - are appropriately resourced - build on existing relationships and communication forums - establish two-way information sharing and learning opportunities between entities and the
community - are consistent and coordinated between entities - are documented and based on a recognised methodology - gather the knowledge, experience and shared history of the community - are tested for understanding, effectiveness, and community perception of authority
6. The community makes informed choices about disaster management, and acts
on them
Indicators
Communities: - are aware of their level of susceptibility to disasters - receive relevant, timely, consistent, easy-to-understand warnings - have access to relevant information about disasters that affect them - are aware of the support that is available to them, and their eligibility to access it
Entities: - define communities that are at risk of impact from an event - identify and engage with those in the community who are or may be more susceptible to the
impact of disasters than others - provide the community with information that enables them to prevent, prepare for, respond
to, and recover from the impact of disasters - support the community in developing skills, capability and capacity for disaster management - seek feedback from the community about disaster management practices
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Capability Integration
Outcomes
Accountabilities
Governance Governance refers to how entities administer their disaster management responsibilities and ensure decision making is appropriate, clear and consistent.
Doctrine Doctrine refers to the ideas, strategies and guiding principles contained in the documents that guide disaster management. These align with legislation, reflect good practice, and include guidelines, policies, plans and procedures.
People People refers to the relationships and networks, training, skills and experience that enable the individuals who undertake disaster management to do so effectively.
Enablers Enablers refer to the resources that assist entities in undertaking disaster management activities. This includes both the physical equipment and assets, and the systems, data and technologies.
Continuous Improvement
Continuous Improvement refers to how entities monitor, evaluate, measure and improve disaster management activities.
Capability integration involves entities building their capabilities together in a way that
complements existing capability within the community. Capability integration is dependent
on a shared understanding of the goals that guide the sector, and the ability to share and
manage resources appropriately.
7. Resources are prioritised and shared with those who need them, when they need them
8. Entities develop integrated capabilities and shared capacity to reduce the impact of
disasters on the community
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7. Resources are prioritised and shared with those who need them, when they
need them
Indicators
In terms of resources, entities: - are aware of their own and others’ resources and their availability - understand how resources can be accessed and integrated - know which of their own resources other entities may require - coordinate and manage resources - understand the capability limits of available resources - make relevant plans, procedures, and other documents and resources available to other
entities
In terms of information, entities: - source, verify and share relevant intelligence products with other entities - understand their own information requirements - share current, relevant information - can securely store and share sensitive data
8. Entities develop integrated capabilities and shared capacity to reduce the impact
of disasters on the community
Indicators
Entities: - consider the community’s capability and capacity to manage their own risks - work together to build capability and capacity - have and maintain agreements for the provision and delivery of services and resources - have agreements with others for access to systems, documents and resources - develop and implement coordinated strategies
Training and exercising programs are: - determined by needs, roles and responsibilities - informed by evidence and risk and doctrine - developed in collaboration with relevant entities - coordinated across and involve all relevant entities - developed and conducted by the appropriate entities - consistent with recognised methodology
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Operations
Outcome
Accountabilities
Governance Governance refers to how entities administer their disaster management responsibilities and ensure decision making is appropriate, clear and consistent.
Doctrine Doctrine refers to the ideas, strategies and guiding principles contained in the documents that guide disaster management. These align with legislation, reflect good practice, and include guidelines, policies, plans and procedures.
People People refers to the relationships and networks, training, skills and experience that enable the individuals who undertake disaster management to do so effectively.
Enablers Enablers refer to the resources that assist entities in undertaking disaster management activities. This includes both the physical equipment and assets, and the systems, data and technologies.
Continuous Improvement
Continuous Improvement refers to how entities monitor, evaluate, measure and improve disaster management activities.
Operations are the activities undertaken by entities during response, relief, and recovery for
a specific event, including activities to mitigate and prepare for the impacts of that event.
9. Operations minimise the negative impacts of an event on the community and provide
the support needed for recovery
This Outcome is to be applied separately for:
- Response
- Relief
- Recovery
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9. Operations minimise the negative impacts of an event on the community and
provide the support needed for recovery
Indicators
Operations are: - coordinated - timely and reflect the urgency of the situation - informed by plans - risk-based and based on evidence - based on community needs - conducted, led and coordinated by the appropriate entities
Entities conduct operations that: - start at the right time - support the transition between response, relief and recovery - incorporate the functions of recovery - support activities initiated by the community - minimise the likelihood of unintended consequences impacting the community - improve the community’s ability to cope with future events
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Collaboration and Coordination
Outcome
Accountabilities
Governance Governance refers to how entities administer their disaster management responsibilities and ensure decision making is appropriate, clear and consistent.
Doctrine Doctrine refers to the ideas, strategies and guiding principles contained in the documents that guide disaster management. These align with legislation, reflect good practice, and include guidelines, policies, plans and procedures.
People People refers to the relationships and networks, training, skills and experience that enable the individuals who undertake disaster management to do so effectively.
Enablers Enablers refer to the resources that assist entities in undertaking disaster management activities. This includes both the physical equipment and assets, and the systems, data and technologies.
Continuous Improvement
Continuous Improvement refers to how entities monitor, evaluate, measure and improve disaster management activities.
Collaboration and Coordination refers to how entities consider an integrated approach, and
work together to promote a positive environment within the disaster management sector
across all phases of disaster management. It includes the ways in which they show leadership
and commitment to the principles behind disaster management.
10. Entities proactively work together in a cooperative environment to achieve better
results for the community
11. A collaborative culture exists within disaster management
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10. Entities proactively work together in a cooperative environment to achieve
better results for the community
Indicators
Entities: - work within internal agency structures - work together within cross-agency arrangements - implement disaster management systems and processes that coordinate with their normal
business processes - understand the information requirements of other entities - have a formally assigned, accessible point of contact - work in partnership with community groups and leaders
Entities make decisions based on: - risk - a recognised and documented process - the best available intelligence - the capability and capacity of all relevant entities - the positive impact they will make to community outcomes
11. A collaborative culture exists within disaster management
Indicators
Entities: - explore and act on opportunities for collaboration with others - show leadership through a commitment to, and investment in, practices that can be
sustained - integrate disaster management into strategic and operational plans - identify interdependencies and work with other entities in a collaborative, problem-solving
way
Individuals within the sector: - recognise the importance of and maintain trusted relationships - use exercises and events as an opportunity to shadow and mentor others - share their knowledge and experience with others
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Accountabilities
The five Accountabilities and the criteria by which they should be met are detailed below. All of the
Accountabilities should be applied to each Outcome within the Standard. The criteria ensure that a consistent
and rigorous process has been applied to achieving the Outcomes.
There are several tools available on the Office’s website to assist in applying the Accountabilities.
Governance Governance refers to how entities administer their disaster management responsibilities and ensure decision
making is appropriate, clear and consistent.
• Roles and responsibilities have been identified, agreed to, and documented
• Entities have been authorised to carry out their delegated responsibilities
• The authorising environment for decisions and approvals has been identified and agreed to, and is being
utilised
• Arrangements are in place for reporting on and monitoring the outcomes of decisions and actions
• Decisions are recorded as they are made, and their implementation is monitored
Doctrine Doctrine refers to the ideas, strategies and guiding principles contained in the documents that guide disaster
management. These align with legislation, reflect good practice, and include guidelines, policies, plans and
procedures.
• Roles and responsibilities are based on relevant doctrine
• The action or activity is based on relevant doctrine
• Doctrine is agreed and shared between entities
• Common language being used, and terminology is agreed and consistent with doctrine
35
People People refers to the relationships and networks, training, skills and experience that enable the individuals who
undertake disaster management to do so effectively.
• Enabling networks and relationships between individuals and entities, both formal and informal, have been
established and maintained
• Training requirements are documented, and the necessary skills and knowledge are being met
• Opportunities are provided for on-the-job training and development
• Upskilling and cross-training provide a reserve of personnel
Enablers Enablers refer to the resources that assist entities in undertaking disaster management activities. This includes
both the physical equipment and assets, and the systems, data and technologies.
• Enablers are in place, are fit for purpose, and are being used in line with agreed protocols
• Enablers are accessible to the relevant entities, including the community if necessary
• Enablers meet the needs and requirements of all relevant entities
• Benchmarks for the performance of enablers have been established and are being met
• Alternatives or backups are in place
Continuous Improvement Continuous Improvement refers to how entities monitor, evaluate, measure and improve disaster management
activities.
• An established lessons management process is being undertaken
• The capabilities required have been identified, documented, and aligned to recognised and accepted
training methodology
• A variety of exercising and testing methods are being conducted and evaluated
• Insights are included in a lessons management process
• Lessons identified are shared with other entities, and with the community when relevant
• Improvements are made based on insights gained through testing, exercises and operational activity
36
37
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